The 5 C s of Omni Channel Retail WHAT THEY ARE, AND WHAT THEY MEAN FOR YOU 1
Agenda About RSR A Brave New World The 5C s of Omni Channel Retailer (thinking about the customer) Implications on the enterprise 2
About RSR Founded in 2007 to quickly become the leading source of insights for trends in retail technology, and retail in general Mission: To elevate the conversation about retail technology to a strategic level within the retail enterprise by: Providing objective, pragmatic advice to both retailers and solution providers Leveraging our extensive retail industry experience (75+ years) Providing a deep bed of research into retailers' technology investment plans and the business opportunities and challenges that drive those investments. 3 Copyright 2013 by Retail Systems Research LLC All rights reserved
It s a Brave New World ALMOST EVERYTHING CHANGES 4
A Worldview Designed Around This: Or this: Copyright 2013 by Retail Systems Research LLC All rights reserved 5
Meets a Worldview Enabled by This: And this: A dramatic shift in the power dynamic between the retailer and the consumer. Copyright 2013 by Retail Systems Research LLC All rights reserved 6
Consumer Behaviors Are Fundamentally Changing From This (very orderly) Investigate Select Pay For Fulfill Store Investigate Select Pay For Fulfill Web Investigate Select Pay For Fulfill Catalog Investigate Select Pay For Fulfill Direct Sales Copyright 2013 by Retail Systems Research LLC All rights reserved
To This (Many Paths To Purchase / Chaotic Patterns) Investigate Select Pay for Fulfill Store Store Store Store Call Center Call Center Call Center Direct Delivery Web Web Web Direct Sales Direct Sales Direct Sales and Mobile Anything Copyright 2013 by Retail Systems Research LLC All rights reserved
Where Are We Now? Cross-channel is no longer a why question but a how question How do I maximize my inventory investment? How do I plan for the future? How should I organize my company? How should I redefine my processes? How can I improve the customer experience? The number of channels is almost infinite: that s the omni part The challenge ahead: navigating transformative internal change not just to be customer-facing, but to create leverage 9 Copyright 2013 by Retail Systems Research LLC All rights reserved
The Biggest Question of All How do I get all this done and make money too? 10 Copyright 2013 by Retail Systems Research LLC All rights reserved
The Vision Technology plays a strategic role in enabling future retail enterprise and business models Information assets at least as important as physical assets The CIO as strategic partner, not requirements gatherer IT moves from command and control to the hacker way IT shifts from cost center to revenue enabler This is the only way for retailers to win as consumers and the information age transform the retail business model. This will only work if processes, compensation strategies and the labor force shifts to support it. 11 Copyright 2013 by Retail Systems Research LLC All rights reserved
And if You Get it Right: The Payoff Multi-channel Customers are: 2013 2010 2009 Significantly more profitable than single channel customers 28% 39% 47% Slightly more profitable than single channel customers 29% 26% 28% Equally profitable 3% 6% 11% Less profitable than single channel customers 3% 3% 4% Don't know / Can't tell 18% 26% 29% Source:, RSR Research, May 2013 And mobile shoppers spend even more than traditional web shoppers 12 Copyright 2013 by Retail Systems Research LLC All rights reserved
So What are the 5 C s? 13
The Five C s Community Commerce Customer Context THE CUSTOMER At The Center: It s Not What You Want To Sell, But What/When/Where/How Consumers Want To Buy Content 14
Context ( The Problem To Be Solved ) Community Commerce Customer Context Content 15
Context = Relevancy = Behavior DECISION PROXIMITY Awareness Selection Content is focused on PRODUCT CHOICES or COMPARISON Community is focused on VALIDATION Web Commerce is Featured Content is focused EDUCATION Community is focused on CATEGORY Web Commerce is Available Content is focused on PRODUCT CHOICES or COMPARISON Community is focused on VALIDATION Mobile or Store Commerce is Featured Content is focused EDUCATION Community is focused on CATEGORY Mobile or Store Commerce is Available Far Near PHYSICAL PROXIMITY 16
Content ( The Information Needed To Solve The Problem ) Community Commerce Customer Context Content 17
Content = All of the content that a retailer or brand can bring to bear to influence, enhance, or shape the purchase decision Product/category info Reviews Recommendations Blogs Videos Comments Comparisons/Analysis Early in the buying process, content serves an educational role and may be more relevant at category, rather than product level. Later in the buying process, content serves a selection role, helping consumers narrow their choices within a category. 18
Community ( What Others Who Have Solved The Problem Have To Say ) Community Commerce Customer Context Content 19
Community = All of the people that a customer might involve in a purchase decision, whether known or strangers Retailer or brand employees Friends & family People like me Trusted reviewers Crowd-sourced opinions Etc. Early in the buying process, community may be more focused on category aspects. Later in the buying process, serves a validation role in helping or confirming a consumer s selection. 20
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Social Media s Role: A Managed Environment for People to Share Ideas and Comments 22
Commerce ( Exchanging Money For The Solution ) Community Commerce Customer Context Content 23
Enabling Buy Anywhere/Get Anywhere: Four Strategies 1. You re on your own 2. Ship to store 3. Store picks the inventory 4. Ship from store
On Your Own It s here, if you get here first No reservation, no set-aside Drives traffic to store, but doesn t guarantee conversion Risks customer disappointment & inconvenience
Ship-to-Store
Store Pick
Store Pick Best Practices Designated employees to pick Mobile access to orders Active confirmation to customers Container Store: SMS alert when the order is ready for pick-up Exception management clear procedures for when something goes wrong Incomplete orders vs. the whole order
Ship-from-Store Examples: Nordstrom, Bed Bath & Beyond Requires space and shipping supplies, procedures, & training Same exception management, store staffing issues Inventory accuracy, shipping costs, managing instore demand What does this mean for free shipping? If optimized, can it save margin without disrupting store demand?
The Watch Outs Omni-channel really messes up orderly metrics Compensation issues, both for individuals, stores, warehouses, etc. (Who owns the sale??) Significant WFM issues. Which is the right store to fulfill from? Is the day coming when we stop / can t report comp store sales anymore? 31
What Does it Mean for Me? Recognize that this is Strategic and Transformative If you re still waiting to understand shopper behavior, you re missing the boat Visibility is foundational but you need a holistic approach Re-align incentives to be channel agnostic Think architecture 32 Copyright 2013 by Retail Systems Research LLC All rights reserved
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